ENSURING
OUR
FUTURE
A Strategic Road Map for the Christian County YMCA
2014-2017
YMCA STRATEGY ROAD MAP
Table of Contents
Our Process .................................................................................. Page 3
Our Mission ................................................................................... Page 3
Our Impact ................................................................................... Page 3
Our Planning Process ..................................................................... Page 4
Our Operating Model ...................................................................... Page 5
Critical Social Issues ...................................................................... Page 6 – 7
Our Competition ............................................................................ Page 7
Our Impact ................................................................................... Page 8
Our Strategic Advantages .............................................................. Page 8
Our Community Input .................................................................... Page 9 - 14
Our Identity Profile ........................................................................ Page 15
Our Big Questions ......................................................................... Page 16
Our Strategy Screen ...................................................................... Page 17
Our Strategies .............................................................................. Page 18 - 20
YMCA | website
Page | 2
YMCA STRATEGY ROAD MAP
Road Map for the YMCA
2014–2017
STRATEGIC PLANNING
OUR PROCESS
COMMITEE
Mary Del Valle
Committee Chair, CVO
John Gardner
Board Member
In Fall 2014, the Christian County YMCA Board of Directors
completed its strategic planning process with the Y’s Board of
Directors and Leadership Team. The Y implemented the YMCA of
the USA’s Real Time Strategic Planning model led by National
Resource Director John C. Alexander.
Michael Hady
Board Member
The Y leadership met over several months in the planning process
Amy Hagen
which included holding a community leader survey to study the
Board Member
unique needs of the YMCA and the communities the Y serves that
Linda Smith
would help shape the Y’s future organizational direction. The
Board Member
Dr. Gregg Fuerstenau
Community Leader
Gary McNeely
Community Leader
strategic planning committee crafted the YMCA’s continuing and
future role in community vitality and well-being. Local and national
trends continue to be factors in defining how we will strengthen our
capacity to serve our community and explore the opportunities to
make it the best it can be.
Ron Mizer
This is intended to be a living plan; we are committed to long-term
Community Leader
impact, recognizing it requires adapting our strategies as our
Dan Raab
environment changes
Community Leader
Andrea Nolan
Staff
Lori Zeitler
Staff
Chris Weittenhiller
Executive Director/CEO
OUR MISSION
To put Christian principles into practice through programs that build
healthy spirit, mind, and body for all.
OUR IMPACT
The Christian County YMCA seeks to serve as the leading resource
for programs and facilities that positively impact lives and empower
John Alexander
people to be healthier. We seek to support families by emphasizing
YMCA of the USA
youth development and by providing programs and organized
activities in a safe, secure, Christian environment.
We strive to
strengthen our communities by bringing families, people and
collaborative partners together.
Our services are open to all
regardless of ability to pay.
YMCA | website
Page | 3
YMCA STRATEGY ROAD MAP
Our Planning Model
YMCA | website
Page | 4
YMCA STRATEGY ROAD MAP
Our Operating Model
Current Business Model
Geographic service
area:
Greater Taylorville Area/Christian County and Surrounding
Communities
Communities served:
Taylorville, Edinburg, Morrisonville, Harvel, Raymond,
Nokomis, Stonington, Blue Mound, Pawnee, Moweaqua,
Assumption, Pana, Tower Hill and Owaneco
Programs/services
offered:
Youth
Development
Healthy Living
Nurturing the potential
of every child and teen.
Improving the
community’s health and
well-being.












After School
Program
Drop-In Child
Care
Day Camp
Swim Lessons
Swim Team
Tumbling
Dance
Martial Arts
Teen Center
Youth
Basketball
Youth Soccer




Walking/
Swimming Club
Rehabilitation
Program
Youth Wellness
Center
Personal
Training
Group Exercise
Social
Responsibility
Giving back and
providing support to our
neighbors.



Healthy Kids
Day
Adult Health
Fair
Certification
Training (CPR,
First Aid, etc.)
Other
8%
Special Events
12%
Our Funding Sources
Membership
Contributions
7%
Program Fees
Contributions
Special Events
Other
Program Fees
16%
YMCA | website
Membership
57%
Page | 5
YMCA STRATEGY ROAD MAP
Our Service Area
Critical Social Issues
Families










Substance Abuse
Teen Pregnancy
Single Parents
Grandparent Raising Grandchildren
Non-Traditional Families
Economic Challenges
Un/Underemployment
Neglect/Inattention of Children from Parents
Unawareness of Services Available to Families
Homelessness
Health










Teen Pregnancy
Obesity
Hypertension/Diabetes
Rehabilitation
Cancer
STDs
Uninsured
Mental Illness
Access to Care
Abuse/Addictions
Diversity






Those That Have
Those That Have Not
Growing Hispanic/Ethnic Populations
Large Developmental Population
Prison-Related Population
Socio-Economic Diversity
Economy
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
Lack of Jobs/Good Jobs
Under and Unemployed
Over Reliance on Ag Community
Aging Population
Weak Job Creation Base
Lack of Qualified Employee Pool
Poverty Levels
Loss of Retail & Manufacturing Businesses
We’re in Illinois
High Entitlement Rate
Lack of Funds
Low College Educated/Degreed Population
Dollar Per Pupil Expenditures are Low
Breakdown of Traditional Families
Truancy
Lower Quality in County
Improper Guidance
Education
YMCA | website
Page | 6
YMCA STRATEGY ROAD MAP
40%
35%
30%
25%
20%
County
National Ave
15%
Illinois
10%
5%
0%
Adult Smoking
Children in
poverty
Adult obesity
Physical
inactivity
Children in
single-parent
households
Source: www.countyhealthrankings.com
Our Competition
Direct Competitors
Pana Hospital Wellness Center
Matrix
Lock-Up
Cross-Fit Gym
Dance Factory
Park District
Springfield/Decatur Y’s
Morrisonville PMA
Pana Sports Leagues
Rochester Sports Center
Travel Teams
The DISC
Lifestyles
Vision Way
St. Mary’s Church
YMCA | website
Substitutable Competitors
Park District
Fire District
School District
Lighthouse Learning Center
Trinity Lutheran Center
Senior Center
Resource Competitors
All United Way Agencies
Vision Way
St. Mary’s
Hospitals
Campaigns/Appeals
Park District
Senior Center
Page | 7
YMCA STRATEGY ROAD MAP
Our Impact
Our impact statement answers the “why” to the Y’s Mission Statement. The Y seeks to have
the following impact on individuals and the communities we serve:

The Christian County YMCA seeks to serve as the leading resource for programs and
facilities that positively impact lives and empower people to be healthier. We seek to
support families by emphasizing youth development and by providing programs and
organized activities in a safe, secure, Christian environment. We strive to strengthen
our communities by bringing families, people and collaborative partners together. Our
services are open to all regardless of ability to pay.
Our Strategic Advantages
Strategic advantages simply stated is the presence of visible, obvious and measureable ways in
which the Y differs from and is better than its peers.
1. Aquatics Center/Programming
2. Inclusiveness/Financial Assistance
3. Name Recognition – Reputation & Heritage
4. Volunteer Base
5. Strong Staff
6. Location/Visibility
7. Core Values
8. Diversity
9. Accessibility
10. A.W.A.Y. Program
11. 501 (c) 3 Status
12. Variety/Quality of Programming
13. Organized Sports
14. Collaborations/Partnerships
15. Drop-In Child Care
16. Strong Philanthropic Support
17. Y-USA Resources
YMCA | website
Page | 8
YMCA STRATEGY ROAD MAP
Our Community Input
The Strategic Planning Committee conducted community leader interviews seeking input for
the Y’s strategic planning process. A diverse group of 82 community leaders and stakeholders
participated. Based on the feedback given, a number of themes emerged:
1. The Y is recognized as a positive community asset, offers programming for youth and
families while serves all ages and requires the financial support of the community.
2. The most effective programs and services include Youth Sports Leagues, After School
Program, Teen Center/Grade School Party, Summer Day Camp and Senior
programming.
3. Community needs that the Y should be addressing include Childhood Obesity, Nutritional
Education for Families, Competitive Sports Leagues and Diabetes Prevention.
4. The most important Y facilities most important in serving our community are the Aquatic
Center, Wellness Center, Gymnasium and Indoor Track.
5. When developing future financial resources; opportunities include Partners in Health
Collaborations, Program Collaborations with Community Organizations (hospitals),
Endowment Program and Grant Opportunities. Additionally, it is important for the Y to
identify different funding sources, develop new/enhanced special events and expand its
donor base to include younger individuals and those outside of Taylorville.
6. Priority, development and resources must be directed to Debt Elimination, Facility
Renovation/Upgrades, Facility Cleanliness and expanding services to reach more people
outside of Taylorville.
7. In order to serve more people the Y will have to 1) reevaluate its current membership
structure and pricing to be more inclusive and meet individual needs, 2) develop a
comprehensive communication plan to inform and educate our communities on Y
programs, services and opportunities for involvement and 3) consider developing and
offering outreach programs in surrounding communities.
Following are the questions and all responses generated from the Community Leader
Interviews. (numbers indicate duplicate responses)
1.)
Tell me what you know about the YMCA?
-
Youth Programming (31)
Serves all ages (12)
Appreciates what the Y does for the community; community asset (11)
Current/Past Y Member (11)
Current/Past Y Board Member (11)
Positive environment & family oriented (9)
The Y is a charity that needs the financial support of the community (8)
Exercise Facility (7)
Frequent Y user/attendee (5)
Promotes health/wellness (spirit, body & mind) and relationship building (4)
Doesn’t turn anyone away; Financial Assistance Policy (4)
YMCA | website
Page | 9
YMCA STRATEGY ROAD MAP
-
2.)
What are the most effective programs and services offered by
the YMCA?
-
3.)
Christian values (3)
Is hampered by long-term capital debt (3)
Supporter of the Y since “day 1” (3)
Great Executive Director/leadership (3)
Founded/started in 1980
Founded/Funded/Lead by local people (2)
Les Mills Group Exercise classes
Has historically struggled financially
I’ve never been there
Once the Young Men’s Christian Association; now rebranded as “the Y”
Growth in facility/programs/services has presented management challenges
Somewhat focused on serving affluent youth of Taylorville
One of the community assets that sold me on moving my family to Taylorville
Grew up utilizing the Y for many things
Youth Sports/Leagues (36)
After School program (29)
Teen Center/Grade School Party (22)
Summer Day Camp (22)
Senior programming (water exercise/walking) (21)
Wellness Center (15)
Swim Lessons (14)
Fitness Classes/Les Mills (12)
Financial Assistance Program (8)
Rehab collaboration (6)
Silver Sneakers (6)
Drop-in Child Care (5)
Aquatic Center (5)
Y has a competitive advantage for serving families; can deter single adults
Lap Swimming Club
Shelley does a GREAT job
Indoor option for exercise
Are there any unmet needs in the community that the YMCA
should be addressing?
-
Childhood obesity (12)
Nutrition education for families; shopping/cooking on a budget (12)
Competitive youth sports leagues; lot of $ going out of town for this (4)
Diabetes program (4)
Collaborate with Prevention Coalition (Judge Coady) (4)
After School program in Pana (3)
Youth Mentoring Program (3)
YMCA | website
Page | 10
YMCA STRATEGY ROAD MAP
-
4.)
Better training/resources for volunteer coaches; kids are going elsewhere (3)
Christian programming (3)
Basic skills class programming (values, communication, job attainment, etc…) (2)
Partner with Park District rather than duplicate services (2)
Short-term memberships available for winter months/”snow-birds” (2)
Reduced fee “walking memberships” during the winter months (2)
Organized social opportunities for adults (without alcohol) (2)
Accountability for F.A. recipients (volunteer, require good grades, etc…) (2)
More Senior programming to address growth in this population (2)
Partner with Senior Center (2)
Identify ways to communicate Y offerings to low-income families (2)
Recognize growing “low income” population; keep up with subsidy requirements
Lack of transportation to the Y for kids if parents can’t/aren’t willing
Nets for indoor golf in the mezzanine
More affordable programming for Seniors
“Gus Macker” type basketball competition
Programs specifically for children with disabilities
Summer enrichment classes for kids; different topic each week
Group Physical Therapy/Rehab; once done with hospital program
Transportation for children outside of Taylorville
Establish Y as community leader in fitness for all ages
Indoor soccer
Collaborate with hospital on Lose to Win contest (participant memberships)
Programming/Activities for High School students (keep away from parties)
Youth inactivity/sedentary lifestyles
Collaborate with Eagle Scouts for service projects at the Y
Further rehabilitation opportunities
Stronger social media presence
Blood pressure machine in lobby
Outreach plan to serve unemployed (keep active)
Hot Yoga
What facility features are most important in serving children,
adults and families?
-
Aquatic Center (44)
Wellness Center (27)
Gymnasium (20)
Indoor Track (8)
Drop-In Child Care (7)
After School Program room (6)
All are important (6)
Racquetball Courts (4)
Group Exercise rooms (4)
Soccer Fields (3)
Larger walking track with comfortable surface (3)
YMCA | website
Page | 11
YMCA STRATEGY ROAD MAP
-
5.)
Playground (2)
Family Locker Rooms (2)
Mezzanine could be better utilized (pickle ball)
Free Fitness Orientations
Member Guest Passes
Community needs high quality/maintained tennis courts
What new opportunities should the YMCA focus on when
developing future financial resources?
-
More “Partners in Health” collaborations (11)
Collaboration with hospitals (10)
Endowment program (partner/sponsor events with attorneys/financial advisors) (9)
Grant opportunities (7)
Engage and serve the agriculture community; significant financial resources (4)
Debt must be eliminated first (4)
Pana is an “un-tapped” resource; get them involved and the $’s will follow (3)
Community education; communicate the good work the Y is doing across the County (3)
NEW fundraiser instead of the auction; need something “fresh” to draw attendance (3)
Collaboration with School Districts (3)
Consider bringing back “Service Club Olympics” (2)
Communicate a comprehensive needs list (facilities/equipment) with associated costs (2)
Younger donor base (2)
Explore ALL funding options (2)
Utilize Social Media (2)
Distribute more “free” Day Passes to expose the Y to potential members (2)
Be aware of “tipping-point”; paying members vs. F.A. recipients
Youth event (carnival) that will draw parents
“Touch a Truck”
Personal contact with people in rural communities is important
Capitalize on serving adult fitness and youth recreation opportunities at one place.
Present Sustaining Drive as sponsoring a child/family for a session/year
“Non-event” fundraisers similar to Sustaining Drive
5K Run/Walk
Community’s ability to give has fallen behind the increasing need for support
Expand services outside of Taylorville; market “out-of-towners”
Community event(s); at the YMCA with live music
If Y is offering the high quality programs/services; other communities will get involved
Ensure programming is relevant and needed
Partner with Ins. Companies; similar to “Partners in Prevention” at Springfield Clinic
Military discount on membership
Fundraiser centered around Final Four or Illini athletics
Partner with Arts Council to offer workshops/classes
Physician solicitations
YMCA | website
Page | 12
YMCA STRATEGY ROAD MAP
6.)
What one wish would you want realized by your YMCA?
I wish the YMCA could ....? Please think outcomes, not
activities.
-
7.)
Be debt-free (22)
Facility (original) renovation; modernize (17)
Locker Room upgrades (13)
Significant upgrades in gymnasium (9)
Expand services and reach more people in other communities (9)
Cleaner facility (8)
Address Teen/Youth issues; bullying, peer pressure, teen pregnancy, etc.. (6)
More lap lanes so we could host swim meets (4)
Offer adult sports leagues (4)
Branch in Pana (3)
Increase/expand staff (3)
Better facility supervision; enforce rules, clean-up messes & assist members (3)
Establish a foundation; self-sustainability (3)
The Y could provide transportation (bus) to get kids outside Taylorville involved (2)
Weekday Group Exercise classes before work (6:00am) (2)
Have a lounge area (couches, tv, etc..); develop relationships/gathering place (2)
Programs for those with special needs (2)
Pool is a significant “drain” on Y resources
More welcoming entrance
Wellness Center staffed at all times; assist members enforce rules
Become a “safe haven” for children in abusive families
Partner with other social service agencies so their programs can use Y facilities
Y promotion throughout Christian County & beyond
Weight loss resource for the community
Deeper impact with Health/Wellness
Mentoring programs
Expand Les Mills offerings
Upgrade the parking lot
More communication via advertisements & social media
Parade participation in surrounding communities
Group exercise studio renovation (wood floors)
County “charity of choice”
Highest quality staff that’s compensated accordingly
Affordable pricing so everyone could participate
Offer/supervise “free” summer activities to get kids active
Target a wider group to be physically fit
What do you think is holding people back from becoming a
YMCA member?
-
Cost/Financial ability (32)
Unaware of everything the Y offers (lack of knowledge) (15)
Too many other commitments in life (12)
YMCA | website
Page | 13
YMCA STRATEGY ROAD MAP
-
8.)
Health & Fitness is not a high priority for many; not educated (7)
Not utilizing the facility enough to justify; consider seasonal memberships (6)
Time for those not in Taylorville; consider outreach programs (send instructors) (5)
Facility cleanliness/deferred maintenance (5)
Single memberships are subsidizing families; cheaper elsewhere for single adults (5)
Poor experience(s) in the past (staff/facility) (3)
Flexibility of open hours; other facilities are open 24 hours (3)
Utilizing a different fitness center/competition (3)
Some people don’t like exercising in front of others/embarrassment (2)
Sometimes facility is too busy with kids
People are lazy
Signing a contract is required
Perception that the Y is mainly for kids
The “Y experience” is just OK; should be aiming at WOW!!
Some people only want to use Wellness Center & don’t want to pay for other areas
Transportation
Lack of personal outreach; Y should make phone calls to non-members
Other
-
Facility needs to be cleaner (4)
Locker room doors (pressurized) to pool are dangerous (3)
Fitness equipment needs updating (Precor) (3)
Get kids involved; parents will follow (3)
Have a “Community Open House” to communicate everything you offer (2)
Better facility signage is needed (2)
Digital scales in locker rooms
Synchronized clocks in facility
Need big bulletin board in lobby with all programs/services listed (menu)
Market benefits of regular exercise
YBL; refs do more teaching (progressive learning)
Address deferred maintenance
Carpet in men’s locker room must be replaced
Supervision is needed in men’s locker room for rental groups
Staff walk through facility daily to assess conditions
Have a contest asking the community what the Y should be doing in the future
More Christian based programs
Direct mail piece to educate those outside of Taylorville
Surveying community leaders indicates good management!!
Board members & volunteers should be commended for all their efforts
YMCA | website
Page | 14
YMCA STRATEGY ROAD MAP
Our Identity Profile
We advance
our mission
of…
To put Christian principles into practice through programs that build healthy
spirit, mind and body for all.
Our Promise:
To strengthen the foundations of community.
Our Values:
Caring… show a sincere concern for others
Honesty… be truthful in what you say and do
Respect… follow the golden rule
Responsibility… be accountable for your promises and actions
Our Voice:
Determined, Genuine, Welcoming, Hopeful, Nurturing
and seek to:
Improve our community through our focus of youth development, healthy
living and social responsibility.
by serving
People of all ages.
in…
Christian County and its surrounding communities.
through:
[programs or
services]
Youth Development
Healthy Living
Social Responsibility
Nurturing the potential of every
child and teen.
Improving the community’s
health and well-being.
Giving back and providing
support to our neighbors.











and
emphasizing
our strategic
advantages of:
We are
sustainable
by…
YMCA | website
After School Program  Walking/ Swimming
Drop-In Child Care
Club
Day Camp
 Rehabilitation
Swim Lessons
Program
Swim Team
 Youth Wellness
Tumbling
Center
Dance
 Personal Training
Martial Arts
 Group Exercise
Teen Center
Youth Basketball
Youth Soccer
Due to our unique advantage of
being an all-inclusive association
that works to benefit everyone in
our community



Healthy Kids Day
Adult Health Fair
Certification Training
(CPR, First Aid, etc.)
Continuing to grow our leadership and donor base to provide more programs
to our community and bridge the gaps that are currently affecting our service
area.
Page | 15
YMCA STRATEGY ROAD MAP
Our Big Questions
The Strategic Planning Committee meeting held on June 18, 2014 identified the following
opportunities and threats facing the Y and will begin to build organizational, programmatic
and operational strategies to answer the Big Questions:
1. How do we sustain financial results? (9)
2. How do we fund needed facility improvements? (9)
3. How can we examine our current operations to reprioritize as needed? (7)
4. How do we increase Community/County awareness? (6)
5. How do we leverage what we do best? (6)
6. How do we become THE place to be? (5)
7. How do we communicate the health benefits of Y participation? (3)
8. How do we adapt to changing community demographics? (3)
9. How do we involve other communities? (3)
10. How do we best cultivate & develop the donor base? (2)
11. How do we prioritize needs vs. wants? (2)
12. How do we address the rising rate of obesity/diabetes and fund it? (1)
13. How do we maintain affordability? (1)
14. How do we balance mission and competition (Youth Sports)? (1)
15. How do we respond to community input? (1)
16. How do we balance nutritional programs with affordability? (1)
YMCA | website
Page | 16
YMCA STRATEGY ROAD MAP
Our Strategy Screen
The strategy screen for the YMCA’s Big Questions will guide our discussion at the board and
leadership level. The vetting process is neither a checklist nor a list of absolutes—it is explicit
criteria for decision-making, a tool to challenge the organization’s thinking and aids in weighing
choices.

Be consistent with our mission.

Enhance our Strategic Advantages.

Include measurable impact and ongoing evaluation.

Meet valid, data-driven needs.

Ensure that we are uniquely qualified to meet community needs.

Be fiscally responsible for the organization.

Favorable peer benchmarking (if available) should be explored.

Strengthen our impact on the community.

Consistent with our Strategic Plan.
YMCA | website
Page | 17
YMCA STRATEGY ROAD MAP
Our Strategies
Big Question
Strategic Direction
Strategic Actions
1. How do we sustain
financial results
while funding
needed facility
improvements?
From: Not
Funding
Depreciation
To: Funding
All or a % of
Depreciation
- Establish a Maintenance Reserve
line-item
- Budget % of annual Contributed
Revenue to Maintenance Reserve
- Achieve and maintain a minimum
balance of $___________. (Board
Discussion)
From:
Taylorville
Donor Base
To: CountyWide Donor
Base
- Recruit fundraising volunteers
outside of Taylorville
- Communicate Financial Assistance
policy outside of Taylorville
- County-wide program & service
delivery
From: LongTerm Capital
Debt
To: Debt Free
- Form “ad hoc” committee to
eliminate debt
- Once all capital pledges are paid; Y
operations will pay $_____ in
unscheduled monthly principal
- If progress is limited; consider hiring
a consultant (short-term) to eliminate
debt
From: No
Endowment
Development
To: Actively
Developing
Endowment
- Establish an Endowment Committee
with a chart of work and goals
From:
Deferred
Maintenance
To:
Preventative
Maintenance
- Regularly update prioritized facility
needs list with cost estimates and
monitor progress
- Develop maintenance schedules for
all equipment and systems
- Develop an equipment replacement
plan
From:
Primarily
Serving
Taylorville
To: Deeper
County-Wide
Penetration
- Increase county-wide marketing
efforts
- Identify out-of-town members to
assist in assessing the needs and
participation obstacles of other
communities
- Offer programs and services
addressing these needs and obstacles
YMCA | website
Page | 18
YMCA STRATEGY ROAD MAP
From:
Operational
Financial
Development
To:
Organizational
Financial
Development
- Fund depreciation to develop a
maintenance reserve account
- Establish an active Endowment
Committee with a chart of work and
goals
- Research grant opportunities to help
fund programming, facility
improvement & staffing
- Consider a professional membership
or consultant to assist in identify grant
opportunities & successful application
Big Question
Strategic Direction
Strategic Actions
2. How do we
examine our
current operation
to reprioritize and
improve upon
issues identified
by members,
volunteers and
community
leaders while
leveraging what
“we do best”?
From:
Facility is
Often Dirty
To: Facility
Consistently Clean
- Allocate more resources to
housekeeping staff
Detailed cleaning
checklists/processes for staff with
regular supervisor
inspections/feedback
- Improved utilization of volunteers
(work force development &
community service)
- Consider “Manager on Duty”
schedule
From: Under
Staffed
To: Fully Staffed
with
Organizational
Structure
- Conduct a staffing audit;
implement staff reorganization
- Develop a volunteer development
plan to increase organizational
efficiency
- Update job descriptions with
correlating wage ranges for each
position; staff recognition
From:
“Status Quo”
Programming
To: Programs
Reflecting
Community Needs
- Conduct programming & services
needs assessment; all communities
- Research successful peer
programming (other Y’s and
regional organizations)
From:
Primarily
Task Focused
To: Member
Service/Experience
Focused
- Implement on-going customer
service trainings for all staff (Bill
Johnson/Y-USA)
- Develop customer service “Best
Practices” to be included in new
employee orientation; include staff
incentive/recognition program
- Seek information from other Y’s
YMCA | website
Page | 19
YMCA STRATEGY ROAD MAP
From:
Undefined
Processes
To: Best Practices
for all
Departments
- Form “ad hoc” committee to
research and develop organizational
Best Practices
- Develop a binder of “General
Procedures” to assist staff in serving
members/participants and operating
facility systems
Big Question
Strategic Direction
Strategic Actions
3. How do we best
educate the public
and increase
awareness in an
effort to increase
county-wide
participation and
become THE place
to be?
From: Local
Service
Agreements
To: Strategic
Partnerships
- Identify organizations that provide
similar services and/or are addressing
similar issues for potential
collaboration to maximize resources &
outcomes
- Develop collaboration proposals and
share with leadership of potential
collaborators
- Identify organizations and
opportunities that align with our
identified Strategic Actions
From:
Standard
Membership
Options
To: Inclusive
Membership
Structure
- Identify “specific populations” within
our service area and assess
needs/obstacles (snow birds, ag
community, out of town, etc..)
- Evaluate and reorganize
membership structure; develop
communication plan
From:
Taylorville
Member
Recruitment
To: CountyWide Member
Recruitment
- Identify contacts and assess needs
of other communities in our service
area; consider satellite programs
- Include entire County in Marketing
Plan
- Identify opportunities for
involvement in other communities
From:
Advertising
as Needed
To:
Comprehensive
Marketing Plan
- Establish a standing Marketing
Committee with a chart of work and
goals
- Expand marketing mediums to
increase reach
- Utilization of Y-USA Brand Resource
Center for templates and best
practices
YMCA | website
Page | 20
YMCA STRATEGY ROAD MAP
Christian County YMCA
900 McAdam Drive
(217) 287-7271
www.ccymca.org
Mary Del Valle, Chief Volunteer Officer
Chris Weittenhiller, President & CEO
The Y. We’re for youth development, healthy living and social responsibility.
YMCA | website
Page | 21